Contextual factors, knowledge processes and performance in global sourcing of IT services: An investigation in China

Copyright @ 2011, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited. Reuse of this article has been approved by the publisher.In this paper, the authors explore the influences of two major contextual factors—supplier team members’ cultural understanding and trust relationship—on knowledge processes and performance in global sourcing of IT services. The authors discuss a joint investigation conducted by a cross-cultural research team in China. Cultural understanding is measured by individualism with guanxi and mianzi, two Chinese cultural concepts, and trust relationship is measured by adjusting trust, a notion reflecting the uniqueness of the Chinese people. Knowledge processes are characterized by knowledge sharing. Performance is measured by the outcomes of global sourcing, which is represented by product success and personal satisfaction. Data are collected in 13 companies in Xi’an Software Park, with 200 structured questionnaires distributed to knowledge workers. The results of quantitative data analysis indicate that cultural understanding influences trust relationship greatly, as well as knowledge sharing and performance in global sourcing of IT services. Trust relationship significantly impacts knowledge sharing, whereas trust relationship and knowledge sharing have no impact on performance. This study suggests that special aspects of the Chinese context have significant direct impacts on knowledge processes while no direct and immediate impacts on performance in global sourcing of IT services.National Natural Science Foundation of China, Program for Humanity and Social Science Research, Program for New Century Excellent Talents in University in China and Brunel University's Research Development Fund

Factors impacting knowledge transfer success in information systems outsourcing

Despite increased research interest on knowledge transfer in information systems (IS) outsourcing, the field still lacks sound and holistic understanding of the key factors influencing knowledge transfer success. The present paper attempts to provide a synthesis of existing theoretical perspectives and empirical findings related to the factors that facilitate or hamper knowledge transfer success in IS outsourcing. The data collection method is discussed and the key findings are presented. Conclusion is drawn and further research is suggested

Effective Communication in Globally Distributed Scrum: A Model and Practical Guidance

A trend in information systems development is for globally distributed teams to use agile methods and frameworks such as Scrum. In globally distributed (GD) software development, a known challenge is effective team communication. Researchers, however, cannot evaluate effective communication in GD teams using Scrum unless they know what effective communication means in that context. This qualitative study contributes a theoretical model of effective communication in GD Scrum teams and practical guidance for practitioners. Ten industry professionals working in GD Scrum teams were interviewed to capture their understanding of effective communication. Qualitative content analysis was used to analyse the interviews and form a basis for the model and the practical guidance. This novel model consists of communication transparency, communication quality, and communication discipline, which together lead to the alignment of team understanding (i.e., a team-level shared mental model). This theoretical model lays the ground for future research into the effect of Scrum practices on communication in GD contexts, and the effect of communication on team and project success. For practitioners, this study contributes 11 practical actions that professionals recommend for improving and sustaining effective communication

New Knowledge in Global Innovation Teams

In multinational enterprises (MNEs), global innovation teams are used increasingly to pool knowledge from different international subsidiaries. While it is fairly well described how subsidiaries fulfill product and know-how mandates, how parents and subsidiaries may/should interact and why team diversity is desirable from the corporate standpoint (i.e. to strengthen corporate culture), little is known about the possible innovation and technology knowledge-related benefits global innovation teams offer. In this paper, it is proposed that resources, customer knowledge, knowledge diffusion, and knowledge protection play a crucial role in a MNEs decision to deploy a global innovation team. Results from four case studies and two expert interviews show that there are indeed significant reasons for a global team deployment within innovation projects.Global Teams; Innovation; Knowledge Creation

Before, During, and After Face-to-Face Meetings: The Lifecycle of Social Ties in Globally Distributed Teams

This paper explores the neglected area of social ties in globally dispersed teams. The paper proposes a framework in which three stages in the development of social ties in a globally distributed team are considered: before face-to-face (F2F), during F2F, and after F2F meetings. These stages constitute the lifecycle of social ties in globally distributed teams. Based on data collected at LeCroy and SAP, various activities and mechanisms at the individual, group, and organizational level that support the build-up and renewal of social ties between distributed teams are proposed. In applying these activities and mechanisms, the case firms shifted from investing in the introduction of remote counterparts to creating trust and rapport between remote counterparts and eventually to continuously renewing these social ties. The paper concludes by offering managers practical implications and making suggestions for future research

The Influence of Subgroup Dynamics on Knowledge Coordination in Distributed Teams: A Transactive Memory System and Group Faultline Perspective

With the rapid growth of globalization, distributed teams have become increasingly common in organizations. This research investigates the impact of inter-subgroup dynamics on knowledge coordination in distributed teams. To address this research question, we extend and apply theory from two primary sources – Transactive Memory Systems (TMS) theory and the faultline model. The paper uses data collected from 22 distributed MBA student teams to provide several novel insights into how perceived faultlines impact team processes (knowledge coordination) and outcomes (team performance and member satisfaction). First, perceived faultlines reduce knowledge coordination, which is an important antecedent of team performance and member satisfaction. Second, knowledge coordination fully mediates the negative effect of perceived faultines on team performance and member satisfaction. Third, low levels of TMS not only impair performance, but also reduce member satisfaction in distributed teams. Implications for research and practice are discussed together with potential avenues for future research

Virtual teams for new product development: an innovative experience for R&D engineers

New interaction tools such as internet allow companies to gain valuable input from research and development (R\&D) engineers via virtual teams. Consequently, engineers also get more expertise in diminutive time frames. Virtual R\&D teams present the key impetus to the technology acquisition process. The present knowledge-economy era is characterized by short product life-cycles. Virtual R&D teams may reduce time-to-market, make available a large pool of new product know-how and provide greater flexibilities, which are the key success factors in a competitive market. This comprehensive review contains almost 100 references and covers the recent literature with emphasis on the topic. The review has focused on authentic and reputed publications and extracts the results. This article presents the type of virtual teams and their main features and explains how virtual R&D team can play a prominent role in developing new products. The article is evolved future study guideline and also illustrates how to apply virtual interaction tools and integrate engineers into the innovation process. Management of virtual R&D teams in new product development (NPD) processes in an innovative, effective and efficient is of a high importance, but the issue has been poorly addressed in the previous studies. Findings show that virtual R&D team provides valuable input for new product development and R&D engineers are able to attain virtual experience

Virtual teams: A literature review

In the competitive market, virtual teams represent a growing response to the need for fasting time-to-market, low-cost and rapid solutions to complex organizational problems. Virtual teams enable organizations to pool the talents and expertise of employees and non-employees by eliminating time and space barriers. Nowadays, companies are heavily investing in virtual team to enhance their performance and competitiveness. Despite virtual teams growing prevalence, relatively little is known about this new form of team. Hence the study offers an extensive literature review with definitions of virtual teams and a structured analysis of the present body of knowledge of virtual teams. First, we distinguish virtual teams from conventional teams, different types of virtual teams to identify where current knowledge applies. Second, we distinguish what is needed for effective virtual team considering the people, process and technology point of view and underlying characteristics of virtual teams and challenges they entail. Finally, we have identified and extended 12 key factors that need to be considered, and describes a methodology focused on supporting virtual team working, with a new approach that has not been specifically addressed in the existing literature and some guide line for future research extracted.Virtual team, Literature review, Effective virtual team,